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Coaching: An International Journal of

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Coaching in the US: trends and

challenges
a
Diane Brennan
a
Brennan Associates Coaching and Consulting Company , Tucson,
Arizona, USA
Published online: 15 Nov 2008.

To cite this article: Diane Brennan (2008) Coaching in the US: trends and challenges,
Coaching: An International Journal of Theory, Research and Practice, 1:2, 186-191, DOI:
10.1080/17521880802346238

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 Coaching: An International Journal of Theory, Research and Practice
Vol. 1, No. 2, September 2008, 186
191

Coaching in the US: trends and challenges

Diane Brennan*

Brennan Associates Coaching and Consulting Company, Tucson, Arizona, USA

(Received 18 April 2008; accepted 9 July 2008)
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Coaching as an industry is thriving in the USA. Coaches who work with individuals
and teams are increasingly recognised in both public and private organizations.
Individuals hire a coach for both professional and personal work. Educational
offerings have increased in recent years and now include a growing number of
university programs. The quality of and collaboration among coaching programs have
also increased over the past several years, adding value and depth to the educational
offerings. Coaching is occurring in many parts of society, and there is a growing focus
on documenting the effectiveness and value of coaching. This article presents a brief
overview of coaching in the USA based on the author’s work over the last eight years
as a coach practitioner, educator and current president of the International Coach
Federation (ICF). This is not intended to be all-inclusive as more is occurring than can
be covered in one article.
Keywords: coaching; coaching education; research; life, leadership and executive
coaching; USA coaching industry

Trends
According to a global coaching study conducted by PricewaterhouseCoopers (PwC) that
was released in the spring of 2007, coaching represents a US$1.5 billion annual industry
worldwide. PwC estimates $750 million of coaching revenue is generated in the USA This
study survey was distributed to 30,000 coaches worldwide. There were 5415 responses, 28%
of which were non-International Coach Federation (ICF) members. Respondents from the
US accounted for 50.6% of the total (PwC, 2007).
Coaching emerged as an industry in the US in the early 1990s. The work of early
coaching pioneers such as Thomas Leonard and Laura Whitworth and the formation of
the ICF and its activities in the mid-1990s created momentum and raised awareness in the
media. Other organizations emerged a few years later including Coachville and the
International Association of Coaching.
The ICF’s archives of early media coverage of coaching indicate that 2
6 news stories
per year appeared from 1992 through 1995 and 60 in 1996 (Williams, 2008). Today ICF’s
records indicate over 600 media clips, including articles, web, radio or television segments
from around the world, appeared during the first five months of 2008 (ICF, 2008).
What started as a handful of individuals coming together in the US in the early 1990s
to talk about coaching has emerged as an industry with services sought by organizations
and individuals across the country. The early articles and work to raise awareness in
coaching in the US indicate a primary focus on Life Coaching. In the PwC study US

*Email: diane@coachdiane.com

ISSN 1752-1882 print/ISSN 1752-1890 online

# 2008 Taylor & Francis
DOI: 10.1080/17521880802346238
http://www.informaworld.com
 Coaching: An International Journal of Theory, Research and Practice 187

respondents were split nearly equally among the top three specialties of Life (18%),
Leadership (17%) and Executive Coaching (16%) (PwC, 2007). The focus on Leadership
and Executive Coaching corresponds to the emergence of a strong coaching presence over
the past several years in companies such as Verizon Business, IBM, Deloitte & Touche and
4-D Systems (for work with NASA), who have all been recognised for best practices in
coaching in organizations (ICF, 2006; PwC, 2007).
Organizations are investing in coaching for executives, managers and teams. Over the
last four years, I have worked with the Internal Coaches Special Interest Group within the
ICF. The internal coaches are employees of the organization who often have other
responsibilities within the organization besides coaching. This community has expanded
from a core group of coaches from large organizations such as Verizon Business and IBM
to include representatives from banking, health care, insurance, sales, security and
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government organizations. The organizations supporting corporate internal coaching

programs may also contract for external coaches to support senior executives and special
projects or teams. After listening to and observing the structure of coaching in various
organizations, I find that there is no one process through which coaches are selected,
trained and housed. The coach selection and the responsibility for the coordination of a
coaching program within an organization
whether it employs internal or externally
contracted coaches
may reside in human resources, leadership development, organiza-
tional development, organizational effectiveness or a combination of any of the above.
Organizations desire and often require an understanding of the value and Return On
Investment (ROI). Merrill and Diana Anderson’s work on return on investment provided
a more concrete understanding of how to document ROI on the work coaches do
(Anderson & Anderson, 2005). The increase in articles and case studies published in
various media and found on websites, such as The Foundation of Coaching and the ICF
Research Portal, demonstrate progress in our understanding of the value and process of
coaching.
As the PwC study shows, life coaching has a strong presence within the US; numerous
articles about the value of life coaching can be found in US newspapers and on the web. In
2001, Cheryl Richardson brought life coaching to the forefront with her book, Take Time
for Your Life. Oprah Winfrey’s early endorsement of the book and her reference to the
value of life coaching have had a positive effect on the industry. In more recent years we’ve
seen coaches on television as characters in a series or in programs with a focus on life
changes. A few weeks ago on an American Airlines flight from Dallas, I noticed the last
article in the American Way magazine
‘The (Life-)Coaching Life’ (2008). It is interesting
to see coaching in a variety of settings, in a magazine, as a storyline in a TV program, and
even providing a little comic relief.
Coaching is gaining acceptance and recognition as an emerging profession because it
works. While individual coaching continues to be important for personal and professional
development, team coaching is increasingly utilised within organizations. Coaching with
teams creates the opportunity for broader organizational impact and performance
(Clutterbuck, 2007).

Research and education

The importance of research was highlighted by Dr. Anthony M. Grant at the 2003
Coaching Research Symposium when he said:
 188 D. Brennan

‘the next five years [2003
2008] will be a critical and fascinating time for professional coaches.
The coaching industry has outgrown its existing theoretical and empirical research knowledge
base. Those who employ coaches and potential students of coaching are becoming more
sophisticated and better informed, demanding evidence for the effectiveness of different types
of coaching, and seeking an articulation of the underpinning theoretical frameworks’ (Grant,
2004).
Dr. Grant’s observations are on target for what is occurring in the USA. The work of Irene
Stein and Richard Zackon, two US research pioneers who provided the impetus for the
Research Symposium, laid a foundation that has begun to bear fruit with interest, articles
and scholarly papers by researchers and practitioners. The Foundation of Coaching
(www.foundationofcoaching.org) offers an extensive coaching research repository, grants
for conducting coaching research and an online discussion forum around research. In
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addition, the ICF launched a Research Portal (www.coachfederation.org), which includes

articles, papers, case studies and links to many quality coaching resources.
Coaching education has also evolved, informed by work in the areas of psychology,
adult development and learning, organizations and systems, and communications (Stober
et al., 2006). Over the last three years coach training has benefited from an increasing
number of programs that are at or affiliated with universities. Some of these programs
offer continuing education and several offer graduate credit at the master’s and doctoral
level. The increase in graduate programs has led to an increase in research, articles,
scholarly papers and books about coaching. Two associations offering information on
programs about quality coach education are The Association of Coach Training
Organizations (www.acto1.com) and The Graduate School Alliance for Executive
Coaching (www.gsaec.org). These groups operate independently though a few of the
university programs belong to both associations.
As a former faculty member with the Evidence-Based Coaching Program at Fielding
Graduate University in Santa Barbara, CA, and from speaking with many of the schools
over the past two years, I have observed a noticeable change in the student profile. Students
are entering into coaching from fields such as management, health care, business,
education, organizational development and human resources, and more are planning to
stay in these jobs after they complete their programs. More students plan to use their
learning to assist their organizations in navigating change or achieving corporate goals, to
enhance their personal and professional effectiveness and as a step toward creating a
coaching culture. This is a change from a few years ago when most entering coach training
planned to become a ‘solopreneur’ coach.

Coaching practice
The PwC study reports that over the last three years the average annual revenue
from
coaching alone
for a full-time coach in the USA was US$83,608. Part-time coaches
reported that average annual revenue from coaching alone was US$26,214. Globally, for a
full-time coach, the Executive and Leadership Coaching specialties reported their highest
revenues at about US$100,000 annually while Life Coaches reported average revenue at a
little over US$40,000.
The PwC study describes US coaches as a mature group with 65.5% between the ages of
46 to 65. Of the respondents, 52.8% indicated they completed third-level education
(Master’s or PhD) and 32.4% completed secondary level (Bachelor’s). Of the coaches
participating in the survey, 32.3% reported 5
10 years experience and 16.7% said they have
been coaches more than 10 years.
 Coaching: An International Journal of Theory, Research and Practice 189

Telephone coaching is most prevalent in the US According to the PwC study, 56.5% of
coaches work by telephone while 39.6% do coaching face-to-face.
According to the PwC study, 32.8% of the clients in the US are 38 to 45 years old and
31.6% are 46 to 55. PwC has begun work on a second study on behalf of the ICF that
focuses on the coaching client.

Challenges
The success of coaching over the past decade has prompted interest and the entry of many
‘coaches’ into the marketplace. ‘Coaches’ include those with coach-specific training and
experience as well as those with other backgrounds who simply call themselves coaches.
These individuals might be consultants, counsellors, psychologists, speakers or trainers
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who are adding coaching to their services without engaging in education and practice as a
coach. While they bring a wealth of knowledge and experience, they have little or no
coaching background or training and blur the field as their ‘coaching’ services do not
necessarily reflect legitimate coaching (Mook, 2008). The concern is not with trainers,
consultants, psychologists and other professionals who have specific training in coaching
and provide different types of services in their business, but rather with those who have
latched on to the acceptance and success of coaching in the marketplace. Of even greater
concern are vendors who offer workshops that promise participants that they can ‘become
a coach in a weekend’. There are no formal controls or barriers to entry, no requirements
for training, certification or membership in a professional association. The current model
of ‘let the buyer beware’ might work for an educated consumer who has knowledge and
understanding of coaching or takes the time to investigate, though it can be confusing for
the public and lead to concern that negatively impacts coaching as a profession. How often
have you heard a client or coach voice concern about an experience they had with someone
calling himself a coach? While these types of concerns are not frequently documented at
this time, a few experiences over the past four years have prompted states to investigate and
consider whether they should propose regulation on coaching. The concerns can be
grouped into three categories:
1. Consumers confusing coaching with counselling and raising questions with
regulators;
2. Clients experiencing a less than desirable interaction with a ‘coach’;
3. Changes in existing regulations within Mental Health/Behavioural Health Statutes.

What’s next
As coaching evolves, we expect to see clients become increasingly selective when hiring
coaches. Coaches will need to ensure they have the training, skill and experience required
to demonstrate competency and consistent quality. There is an increasing demand for
credentials in the market place. Fifty-two percent of the coaches report clients are asking if
they hold an ICF credential.
Coaches as professionals are already committed to ongoing professional development;
according to the PwC the average amount a coach spends on professional development
exceeds $4,000. This amount increases with a coach’s experience, demonstrating a
commitment to ongoing professional development and growth.
 190 D. Brennan

In the USA, supervision does not have the central place it has in Europe or Australia.
The term supervision has a concerning connotation for some, based on past experience or
profession. The focus has been on mentor coaching, a practice that I’ve experienced and
observed as most valuable when it involves what Hay (2007) defines as supervision.
Reflective practice, mentoring and supervision are stimulating learning conversations
among coaches in practice, education and research.
Coaching is occurring in corporations, small businesses, government, education,
health care, and charitable organizations. The term ‘coach’ is recognizable and
increasingly mainstream, and coaches are hired for professional or personal reasons.
Coaches seem to be optimistic about the future. When coaches were asked about revenue
over the next twelve months, 81.7% projected an increase in revenue. Looking at growth
over three years (2006
2009), 76.2% of coaches projected growth of over 11% or more
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with 45.9% envisioning at least a 30% increase in business. Coaching is not only here in
the US, it is here to stay!

Notes on contributors
Diane Brennan, MBA, MCC, is an executive coach based in Tucson,
Ariz. She is co-editor and contributing author of the book, The
Philosophy and Practice of Coaching: Insights and Issues for a New Era.
Diane is the current president of the International Coach Federation.
In addition to coaching, Diane has more than 20 years’ experience in
executive and clinical practise positions within private and publicly
traded health care organisations in the US

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